Southport Coastal Community Team Economic Plan

Transcription

1 Southport Coastal Community Team Economic Plan

2 Introduction This economic plan is for the Southport Coastal Community Team (Visit Southport) The CCT consists of Sefton Council, Southport Business Improvement District and Southport Tourism Business Network. This economic plan should be viewed as a starting point in the future management of the visitor economy, in the short term a new Destination Management Plan will be implemented that will build on the contents of this plan. Coastal Community Team Information Heading Detail Information Name of N/A Southport Costal Communities Team (Visit Southport) CCT Single Point of Contact Name Address (SPOC) CCT Membership CCT Membership Accountable Body Tel no. Names and position, e.g. resident, Local Councillor Other partners and/or stakeholders to be involved. Local Authority Contact name & details Mark Catherall Sefton MBC Southport Town Hall Lord Street Southport PR8 1DA Mark.catherall@sefton.gov.uk Sefton Council Local Authority Southport Business Improvement District Private Sector Southport Tourism Business Network Private Sector As the partnership develops further it is anticipated other partners and stakeholders will become involved. This will include Southport Hoteliers Association and Southport College. Mark Catherall Tourism Manager Sefton MBC Does the Accountable Body have a representative on the CCT membership? Y

3 Local Area Southport is a large coastal Town situated in Sefton Metropolitan Borough Council, it lies to the far North of the Borough. The Town lies on The Irish Sea North of The River Mersey and South to the Ribble Estuary. Southport is situated in The Liverpool City Region, it is recognised as one of the major attack brands for the Regions visitor economy. The Town itself has a population of over 90,000 and over 8 million day and staying visitors visit the resort every year. Southport began to grow significantly from the end of the 18th Century, as holidaying by the sea and seaside bathing became increasingly fashionable and accessible. The first bathing house in the area known then as South Hawes was opened in 1792 followed by a hotel named South Port from which the growing town subsequently took its name The opening of the railway line; to Liverpool first, then Manchester in the 1840s substantially improved access to the town for the growing urban population whilst the incremental introduction of annual holidays for factory workers created new markets for Lancashire s seaside towns. Southport grew rapidly then during the Victorian times. Today the town contains many examples of Victorian architecture, historic canopies, and the wide tree lined boulevard of Lord Street. The construction of the Pier was completed in Southport Pleasureland theme park opened in Southport s origins there lie and its role as a seaside town, having originally served the local Liverpool and Lancashire populations before developing into a resort of national renown. The town has adapted since the first hotel was established, not least through the creation of an extended seafront beyond the original Promenade, incorporating the Marine Park area and Pleasureland. The image and character of Southport has always been one of a more genteel resort than some other seaside towns and this is exemplified in the history and character of Lord Street. By the 1990 s, Southport was an almost typical example of a coastal town in long, slow, shabby and genteel decline. Lack of investment and maintenance had damaged private sector confidence and the town was looking tired. It had lost its competitive advantage and direction. Since the late 1990 s, this situation has been turned around by a willingness between the private sector and public bodies to work together in partnership to solve these issues. Briefly, a new sea wall unlocked the investment potential of our seafront, we renovated the pier, built a new bridge to link the town centre and seafront, brought in business and community support schemes, completed major public realm projects and improvements to our conference and hotel offers.

4 This economic plan covers the Southport Business Improvement District, this covers the Town Centre that includes Dukes and Cambridge Ward. The projects contained within this economic plan will however benefit the remaining 5 wards either directly or via dispersal of tangible outcomes. Context Community Southport is home to around a third of the Sefton population and whilst the local authority has seen a fall in its population since 2001, Southport has seen a small increase in its own population (90,381). Key demographic facts for Southport include: The Southport Central Area falls mainly within the Duke s ward boundary which has a population of approximately 13,333 people. Of this total population, just 9.2% are aged between 16 and 24 years old compared to 19.5% of year olds. This compared to the rest of Sefton; 10.6% (aged year olds) and 17.2% (60 74 year olds) shows that the central Southport area has a lower proportion of younger people and a higher number of older people compared to the rest of Sefton. The proportion of people in privately rented accommodation is higher than the rest of Sefton. Levels of deprivation have generally been falling in Southport. The proportion of people living in deprivation is also much lower than the average for the rest of Sefton. Unemployment is relatively low in Southport. Whilst there are a relatively large proportion of people employed in professional occupations living in Southport, average earnings are relatively low. Weekly earnings for full time workers are much lower than the national average and indeed the average for the north west of England. Educational attainment is higher in Southport than the national average and the average for Sefton. Context Local Economy Southport like most coastal towns has been affected by the change in consumer habits and the financial constraints visitors and investors have faced for the past number of years.

5 As of May 2015 Southport had a total of 742 units, with 13.1% vacant, above the UK average of 11.4%. Evidence shows that Southport has low business densities, poor survival rates, vacant business units and an aging population constraining spend per head, thereby impacting upon our retail/leisure offer. The Sefton Economic Development Strategy (2012) indicated that the coastal labour market is highly self-contained, ensuring difficult conditions are felt most intensely by local businesses and residents. As a popular seaside town, Southport is one of the region s major destinations attracting visitors for days out, short breaks and seaside holidays from around the country. Steam research undertaken suggests that around 680,000 tourists stayed in Southport in 2014 (for at least one night) which is 10,000 less than the 2013 figure. In the years between 2009 and 2014, the number of tourists staying in Southport has been relatively stable (albeit with the exception of 2011 which saw a small increase). Tourists stay in Southport for an average of 3.6 nights although this varies depending on the type of accommodation used (shorter stays in hotels and guest houses and longer stays in self-catering accommodation such as apartments, caravans and lodges). These staying tourists spend an average of 66 per night which varies depending on the type of accommodation used (higher spend per night in hotels compared to those staying in self-catering accommodation or with friends and relatives). The average spend of 66 per night has increased steadily from 59 per night since Tourists staying in Southport in 2014 generated 317m of expenditure in the economy. This represents an increase of 14% since So despite no increase in the number of staying visitors to Southport, the expenditure of those visitors has increased, partly through inflation but also through an improvement to the quality of the offer (particularly hotels). A further 7.5 million tourists visited Southport for the day; overall the visitor economy had an economic impact of 417 million in 2014 employing over 6000 people. The visitor economy (including business tourism) is a central element of the economic future of Southport. However, notwithstanding its seaside location continued success in the visitor economy is and will continue to be inextricably linked to the vitality of the town centre, which itself is strongly linked to meetings more day to day the needs of the resident population. Understanding and developing this dual and complementary role of the town centre is central to the strategy. Related Initiatives A number of key economic related initiatives are ongoing within the area; these have a strategic fit with this plan. The initiatives will also form the underlining base of future initiatives and the Destination Management Plan. To summarise the initiatives;

6 Southport Business Improvement District The BID is a key partner and the delivery agent for many of the initiatives and projects. The BID came into existence in November 2014 and has a 5 year term. The BID represents over 900 businesses within the Town Centre, the breakdown of membership is; Retail 73% Accommodation 6% Hospitality 17% Attractions 4% The BID overall aims are to: Increase the retail experience in Southport Increase footfall and turnover Improve the welcome experience Increase the number of events Improve the marketing and promotion Encourage more investment Increase collaboration with other stakeholders Liverpool Enterprise Partnership The LEP plays a key role in the City Regions Visitor Economy. The LEP business plan confirms that Liverpool City Region s Cultural and Tourism offer is the strongest outside of London. Whilst Liverpool is the main attack brand this is supported by Southport England s classic resort, and England s Golf Coast to which Southport is key. The LEP Strategy and Destination Management Plan (November 2014) sets out an Action Plan for jobs and growth in the region based around the visitor economy. Southport is very much integral to this action plan and, as part of the vision; the seaside town will build on its reputation as England s Classic Resort, and as a successful national conference destination. Southport s golfing offer is also significant in attracting high spending staying visitors to Southport. One of the specific aims of the Strategy relevant to Southport is to secure public and private investment to improve the quality and range of hotels, restaurants, attractions, conference facilities, exhibition and cultural venues and to attract major events. In Southport, the aim will be to further strengthen Southport s position as a national conference centre able to host major corporate, public and association events through the on-going implementation of the Southport conference plan. The LEP for the region is looking to further develop on Southport as a destination brand in the region and identifies areas in Southport where planned capital investments are aimed at. The particular areas which very much fit in with the implementation of proposals in the Development Strategy include: Restoration of Lord Street as a prime retail location.

7 Possible development of the golf offer adjacent to the Southport Golf Links course. Comprehensive development of the Marine Park site to provide a regional visitor attraction Coastal Revival Fund Southport was successful in securing 45,000 from the Coastal Revival Fund. The aim of the project is to unlock the economic and civic potential of Lord Street that would act as a catalyst to substantial investment into the coastal town of Southport. At the same time the project will help preserve and enhance the Lord Street Conservation Area by providing creative solutions that will ultimately help Lord Street Conservation Area not be at risk, as it is currently. Ambition Previous work with stakeholders looked at the vison for Southport. As a result of that work, it was agreed that the town should adopt the position of England s Classic Resort. The definition of classic - judged over time to be of the highest quality and outstanding of its kind - was agreed to represent the past, present and future aspiration for the town and remains valid for this plan going forward. The vision made it clear that Classic was identified with a quality contemporary visitor offer, always meeting the needs and expectations of discerning visitors. This approach would in part set it apart from other resorts. The essential elements which underpinned the vision: A unique and highly valued heritage A pristine Built and Natural Environment A quality shopping experience A quality visitor accommodation offer A quality food and drink offer Interesting and innovative cultural experiences. The vision and the values which underpin the Classic Resort Vision continue to provide a strong and credible shared direction for the town and the guiding principles therefore continue to inform this plan, reaffirming the importance of quality and the uniqueness of the town s historic environment. But as the needs and expectations of today s residents, workforce and visitors continue to evolve, so too will the experience which they will receive in the town. In order to live up to the Classic Resort values, it must continue to reflect contemporary expectations whilst at the same time evolving into a vision that can be considered: Classically Cool a classic seaside town that is more contemporary and dynamic, merging the old and the new; diverse in its offer, embraces creative industries, digital technology and youthful endeavour, and has a high quality

8 leisure, retail, public realm and historic fabric for those who live, work and visit the town centre. There are a number of specific objectives included within this plan which will deliver the next stage of development of the Classic Resort. These include: Developing the offer to meet the needs of today s family leisure market Nurturing the growth of the Creative Industries Renewed focus on Lord Street Stimulate Investment Conserve Southport s unique heritage & character Increase visitor numbers Develop New Events SWOT Analysis Strengths Weaknesses Southport Development Strategy in development Experience of delivering major events Strong public/private partnerships exist Growing Visitor Economy Transport infrastructure Town Centre connectivity Multiple ownership Opportunities Threats 2017 Open Golf Championship Demand for high quality bed stock Support for Visitor Economy review City Region and Devolution Continued financial pressures on Local Authority Changing consumer habits Increased competition Data Evidence to support this Economic Plan are included as separate documents STEAM Report 2015 Sefton Visitor Survey (Not for publication)

9 Key Projects The table below documents key strategic work that is planned over the next 24 months. Activity Description Delivery Timescale The purpose of this Development Sefton MBC, May 2016 Strategy is to facilitate the reenergising BID, Private of Southport. This will Sector be achieved through a shared Vision and Development Strategy which brings forward key development opportunities, supports and enhances existing assets and importantly links together existing assets and new investments in a coherent, accessible way. Initiatives on access, events, and creative industries will help foster a new dynamism in the town and the strategy will support a Destination Management Plan and Branding Strategy, plus further work on a future delivery model such as a single Development Management Organisation. Southport Development Strategy Investment Prospectus Visitor Economy Review A market overview/investment profile of the resort to better inform prospective investors. The document will provide researchers with key investment information on Southport and direct potential investors to other more detailed documents that could be key to investing in the town. In effect it would be an investment profile document that does the job of retained agents for them and has the authority and credibility of a national agent specialising in the tourism and leisure property investment market. A comprehensive review of the visitor economy with key stakeholders. The review will look at existing partnerships and destination activity Sefton MBC, BID, Private Sector Sefton MBC, BID, Private Sector March 2014 Sept 2016 Destination Management A new destination plan to set out Sefton MBC, March 2017

10 Plan Brand Development 2017 Open Golf Championship the visitor economy priorities for the next 5 years Test the existing Brand and build on The Classic Resort Hosting the 2017 Open Golf Champion at Royal Birkdale, Southport. Using the event to stimulate investment and to attract international visitors BID, Private Sector Sefton MBC March 2017 Sefton MBC, BID, Private Sector July 2017 Short & Medium Term Goals Short Term Goals/Actions Goals Cost Value Measure 20,000 50,000 Number of Developers and end users engaged and occupancy percentage Develop a new Investment prospectus and promote through agents Complete Lord Street feasibility work as part of the CRF Bring together a range of partners to agree a new visitor economy delivery model Identify further funding opportunities linked to the Southport Development Strategy Work with the LEP in influencing Visit Britain and Visit England Agree delivery model for the 2017 Open Golf Championship 45,000 55,000 Feasibility work complete and in place to develop N/a N/A Report and recommendations presented to Council and Partners N/A N/A Funding Bids submitted N/A N/A Visit Britain strategic plan N/A N/A Approved Business Plan

11 Medium Term Goals/Actions Goals Cost Value Measure 0 Range in value due to nature of sites and end uses Secure the development of key visitor economy sites as identified in the Southport Development Strategy Implement an ambitious Destination Management Plan Undertake and extensive branding review Secure further funding to deliver the Lord Street Coastal Revival Fund project Deliver a successful Open Golf Championship Deliver more key events Increase footfall and turnover Secure a second term for the Southport BID Key sites approved for development N/A N/A Completed and approved DMP 35,000 45,000 Completed brand guidelines 7m 10.5m Completed public realm works TBC 60m A successful 2017 Open Golf Championship TBC 200k Implementation of new events N/A Increase in visitor Footfall counters spend and visitor numbers N/A N/A Successful ballot Risks Lack of private sector engagement Continued financial pressure on Local Authorities Key sites fail to come forward Risk Description Mitigation Private sector engagement with the visitor economy reduces Local Authorities continue to face budget pressures Key development sites identified are not delivered Involve the private sector within the process Monitor budgets accordingly, secure further private sector investment Work with the private sector to ensure economic viability

12 Maximising resources and costs The CCT consists of a number of partners, Sefton Council, Southport BID and Southport Tourism Business Network. In order to maximise resources and to reduce costs each partnership will use their existing resources to ensure that the key projects are delivered and the relevant outcomes secured. Consultation A comprehensive engagement plan has been drawn up as part of the Southport Development Strategy process. This has seen the BID board and BID members constantly updated and engaged in the process either through meetings, Board meetings and updates, further work is also planned to engage the community on the proposed final recommendations. As part of the additional work the coastal team will deliver, it is proposed to continue the same engagement process and to also include STBN members. Management & Running Costs The team will continue to be managed by Sefton Council and Southport BID; a new structure may be implemented after the completion of any future review. The running costs are currently supported by Sefton MBC and Southport BID. Areas of Interest Tourism Heritage Marketing Piers